Prepared for:

Bureau of Justice Assistance

Room 3623

810 7th Street NW

Washington, DC 20531

Prepared by:

CSR, Incorporated

Suite 1000

2107 Wilson Blvd. 

Arlington, VA 22201

www.csrincorporated.com 

American Recovery and 

Reinvestment Act Byrne 

Competitive Program—

July 2009–December 2012

Final Report

April 4, 2013

This report was prepared by Jimmy Steyee, CSR, Incorporated, under contract number GS-10F-0114L 

from the Bureau of Justice Assistance.
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TABLE OF CONTENTS

Table of Contents ..............................................................................................................................................i

List of Tables.....................................................................................................................................................i

List of Figures ...................................................................................................................................................i

Overview...........................................................................................................................................................1

Introduction......................................................................................................................................................2

Accomplishments .............................................................................................................................................4

Performance measures..................................................................................................................................... 6

ARRA Measures................................................................................................................................................6

Enhancing and Establishing Database Connections..........................................................................................8

Investigative Tips/Leads..................................................................................................................................10

Probation/Parole Key Measures.......................................................................................................................11

Number of Individuals Provided with or Who Benefitted from Programming and Services..........................12

Cost Savings.....................................................................................................................................................13

Increased Efficiency.........................................................................................................................................14

Summary Observations ................................................................................................................................. 14

List of Tables

Table 1. PMT Completion Rate Among ARRA Byrne Competitive Grantees, July 2009–December 2012 ... 3

Table 2. ARRA Byrne Competitive Grants and Funding Levels by Organization Type................................ 3

Table 3. ARRA Byrne Competitive Grants by Funding Category .................................................................. 4

Table 4. Number of Commonly Accessible Databases Available to Grantees ................................................ 8

Table 5. Average Caseload for Community Correctional Officers ................................................................ 11

Table 6. Number of Individuals Receiving Services in Community-Based Facilities .................................. 12

Table 7. Violent Crime Rate Measures........................................................Error! Bookmark not defined.

Table 10. Increased Efficiency Reported among Grantees ........................................................................... 14

LIST OF FIGURES

Figure 1. Types of Essential Services Maintained.......................................................................................... 7

Figure 2. Types of Collaborative Partnerships Established ........................................................................... 7

Figure 3. Average Number of Database Inquiries .......................................................................................... 9

Figure 4. Database Records and Database Record Growth Rate ................................................................. 10

Figure 5. Average Number of Tips/Leads Referred or Received................................................................... 11

Figure 6. Completion Rate...........................................................................Error! Bookmark not defined.
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OVERVIEW 

The American Recovery and Reinvestment Act of 2009 (ARRA) was signed into law on February 13, 2009,

as a one-time stimulus response to the economic crisis. One of the main goals of the Recovery Act was to 

create new and save existing jobs. To provide transparency and accountability for Recovery Act funding,

data is maintained by the Office of Management and Budget (OMB) in a separate database and posted 

online. Data specific to the creation and retention of jobs through Recovery funding can be found at 

www.recovery.gov/FAQ/Pages/DownLoadCenter.aspx.

The ARRA Edward Byrne Memorial Competitive Grant Program (ARRA Byrne Competitive) seeks to 

improve local justice systems as well as provide national support through training and technical 

assistance designed to address local needs. ARRA provided the U.S. Department of Justice with funding 

for grants to assist state, local, and tribal law enforcement partners with support for hiring personnel, as 

well as combat violence (violence against women in particular), fight internet crimes against children, and 

support youth mentoring.1 An emphasis was placed on funding programs that demonstrate the use of 

evidence-based practices and/or data-driven strategies. The ARRA Byrne Competitive program focuses on 

8 initiatives:

1. Comprehensive Community-Based Approaches to Preventing and Reducing Violent Crime

• These initiatives focus on crime reduction by implementing a variety of techniques and 

strategies, including youth outreach, community courts, community policing, hiring and 

retention of staff (including law enforcement officers), and replicating existing community-based 

models such as the Project Safe Neighborhood model.2

2. Provide for funding for Neighborhood Probation and Parole Officers

• These initiatives provide support for neighborhood-based probation, parole, and community 

corrections officers.

3. Reduce Mortgage Fraud and Crime Related to Vacant Properties

• These initiatives are aimed at increasing the number of state and local investigators, 

prosecutors, and crime prevention units working to reduce mortgage fraud and its impact on the 

economy.

 1 Youth mentoring programs were solicited separately by OJP.

2 More information about Project Safe Neighborhood can be found online at: www.bja.gov/ProgramDetails.aspx?Program_ID=74.

BJA’s Efforts to Combat Mortgage Fraud

Mortgage fraud activity is an increasing problem nationwide. BJA supported efforts to combat 

mortgage and related schemes with the ARRA Byrne Competitive Program and the FY 2010 Edward 

Byrne Memorial Justice Assistance Grant Program. Investigations of these matters are increasingly 

complex and intensive. Federal funding at the local level through ARRA Byrne Competitive Funding 

and other BJA sources was critical for investigating and prosecuting these cases. For more 

information about BJA’s efforts to combat mortgage fraud, see the BJA Mortgage Fraud Fact Sheet: 

www.bja.gov/Publications/MortgageFraudFS.pdf.
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4. Hire Civilian Staff in Law Enforcement and Public Safety-Related Agencies

• These initiatives provide support for adding civilian staff to local police departments for 

intelligence and crime analysis activities among critical positions.

5. Enhancing Forensic and Crime Scene Investigations

• These initiatives focus on hiring additional sworn and nonsworn crime scene investigators and 

computer forensics analysts in an effort to increase the resources available when investigating 

violent crime and child exploitation cases.

6. Improving Resources and Services for Victims of Crime

• This initiative is aimed at developing and enhancing new and existing resources and services 

made available to crime victims and their families. This includes, but not limited to the 

following: domestic violence shelters, advocacy centers, hotlines, and peer support.

7. Supporting Problem-Solving Courts

• This initiative is aimed at increasing the efficiency of local courts. Awarded funds may be used 

to hire additional staff, engage the community by building strong links to citizens, schools, and 

community groups, as well as establishing pretrial screening, assessment, preadjudication 

diversion, and close supervision of offenders.

8. National Training and Technical Assistance3

• This initiative is focused on providing training, technical assistance (TTA), public awareness, 

and outreach strategies.

The ARRA emphasizes accountability and transparency in the use of taxpayer dollars. In an effort to hold 

grantees accountable and measure program performance, ARRA Byrne Competitive grantees are required 

to report quarterly performance data in the Performance Measurement Tool (PMT). The PMT collects

self-report performance data submitted by grantees. Grantees are required to report in the PMT 

quarterly, or until they have completed all programmatic activities and closed out their grant. 

INTRODUCTION 

In 2009, the Bureau of Justice Assistance solicited applications through the ARRA Byrne Competitive 

program to help state and local communities improve the capacity of local justice systems or for national 

training and technical assistance efforts. One hundred four (104) grants, excluding TTA grants, were 

awarded in federal Fiscal Year 2009 to support the functioning of the criminal justice system. As noted 

previously, the ARRA Byrne Competitive program focused on eight core initiatives; grants awarded under 

the first seven are included in this report. The following report is based on self-reported data submitted 

by grantees in the PMT from July 2009 to December 2012. These awards were made in 2009.

 3 Grants made for National Training and Technical Assistance are not required to report in the PMT. They instead are required 

to report TTA activities in a separate system. As a result, TTA grant activities were excluded in this report.
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Table 1. Active Grantees and PMT Completion Rate Among ARRA Byrne Competitive

Grantees, July 2009–December 2012

Table 1 shows the number of active grantees, number of grantees completing their PMT report, and the 

percentage of grantees that completed their PMT report by quarter. Active grantees are those that have 

not yet closed out there award and may still have program funds to spend or obligate. 

Reporting Period

Grantees

Completing

PMT Report Active Grantees

PMT Completion 

(%)

July–December 2009 57 104 55%

January–March 2010 92 104 88

April–June 2010 100 104 96

July–September 2010 102 103 99

October –December 2010 101 103 98

January–March 2011 103 103 100

April–June 2011 101 103 98

July–September 2011 102 103 99

October–December 2011 86 86 100

January–March 2012 76 79 96

April–June 2012 63 66 95

July–September 2012 48 56 86

October–December 2012 24 26 92

Overall 1055 1140 93%

● Overall, 93 percent of grantees completed their quarterly PMT reporting requirements. Excluding 

the first reporting period when grantees were still gearing up their programs, the PMT completion 

rate increased to 96 percent. 

● As of December 31, 2012, about 26 of the 104 ARRA Byrne Competitive grantees (25 percent) were 

still active.

Table 2. ARRA Byrne Competitive Grants and Funding Levels by Organization Type

Table 2 shows the number of grants and funding levels by organization type.

Organization Type

Number of 

Grantees

Percent of 

Grants

Total Grant Funds

(Dollars)

Percentage of Grant 

Dollars

Unit of Local Government 72 69% $ 68,696,791 60%

State Agency 16 15 31,674,717 28

Other4 16 15 13,535,243 12

Total5,6 104 100% $113,906,751 100%

 4 Other organization types include private entities such as for-profit and nonprofit organizations, faith-based and community 

organizations, institutions of higher education, and tribal jurisdictions. 5 The total excludes grants awarded for the purpose of National Training and Technical Assistance.

6 Total percentage may not equal 100 percent due to rounding.
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Eligible applicants included the following: national, regional, state, or local public or private entities, 

including for-profit and nonprofit organizations, faith-based and community organizations, institutions of 

higher education, tribal jurisdictions, and units of local government.

● Overall, 69 percent of the grants and 60 percent of the funding was awarded to units of local 

government.

Table 3. ARRA Byrne Competitive Grants by Funding Category

Table 3 shows the number of grants and funding level by funding categories (i.e. initiatives). 

Funding Category

Number 

of 

Grantees

Total Grant 

Funds

(Dollars)

Percentage

of Grant 

Dollars

1. Community-Based Approaches to Preventing and Reducing Violence 20 $ 29,037,385 25%

2. Funding for Probation and Parole Officers 19 29,061,477 26

3. Reduce Mortgage Fraud and Crime Related to Vacant Properties 8 10,751,902 9

4. Hiring Civilian Staff in Law Enforcement and Public Safety-Related Agencies 33 22,747,487 20

5. Enhancing Forensic and Crime Scene Investigations 12 8,313,977 7

6. Improving Resources and Services for Victims of Crime 2 649,029 1

7. Supporting Problem-Solving Courts 10 13,345,494 12

Total 104 $113,906,751 100%

● The largest numbers of grants (33) were awarded for the purpose of hiring civilian staff in law 

enforcement and public safety-related agencies (Table 3). These grants account for 20 percent of 

funds awarded, excluding TTA. This includes hiring non-sworn staff, such as crime and intelligence 

analysts and 911 operators.

● Twenty-six percent of the funds (19 grants) were for hiring/retaining probation and parole officers.

● Twenty-five percent of the funds (20 grants) were for community-based approaches to preventing 

and reducing violence, such as programs based on Chicago’s Ceasefire initiative, establishing 

Special Assistant U.S. Attorney designations within prosecutor offices, and establishing gang task 

forces, among many other initiatives.

ACCOMPLISHMENTS

The ARRA Byrne Competitive grant program offers important and timely funding to justice agencies and 

allowed flexibility to run various initiatives that have an impact on important local issues. Activities 

range widely among grantees. The following is just a small sample of grantee accomplishments, each 

representing one of the first 7 initiatives.7

● Grantees implemented certain initiatives to prevent violence and other crimes, including human 

trafficking (initiative 1). One such grantee, the Institute for Public Strategies, was successful in 

raising community awareness regarding human trafficking and sexual exploitation of children:

A countywide community subcommittee on Human Trafficking/Commercial Sexual Exploitation of 

 7 The excerpts were taken from quarterly reports of grantees and modified for content and clarity.
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Children (HT/CSEC) was created. The purpose of the committee is to ensure a grassroots voice in 

the efforts to address HT/CSEC. A Data/Research Committee was formed to bring researchers 

together to better understand the magnitude of the problem and explore areas of research. A 

Researcher Roundtable was conducted that brought together professionals from the various 

universities across the County (e.g., researchers, professors, analysts, and practitioners) to discuss 

current challenges in collecting and analyzing data and research in the area of HT/CSEC. Priorities 

include advocating for the Protection Protocol for Victims of CSEC and improving victim services 

and training for victim service providers. An outline and model protocol was presented to address 

the CSEC. As a result, the chiefs of police assigned a special committee to begin adapting their own 

version of a protocol. We also sponsored community forums at high schools to educate parents, 

students, and teachers about the dangers of child sex traffickers. This resulted in students 

preparing a powerful, affecting drama presentation on human trafficking that was performed at the 

premiere of a movie addressing child sex trafficking.

● Grantees hired probation and parole officers to support community correctional efforts, reduce 

caseloads, and enhance probationer/parolee reentry and oversight (initiative 2). The grant 

administrator at Arrowhead Regional Corrections in Minnesota simply stated it this way:

We provide specialized reentry services to clients on these caseloads. These specialized caseloads 

include more intensive supervision, assistance with employment, education, housing, and 

reintegration issues. These specialized caseloads have reduced the numbers on our traditional 

caseloads. The Maricopa County Adult Probation Department was able to create a new reentry unit:

The grant allowed for the funding of 15 new jobs with the Maricopa County Adult Probation 

department to help create a reentry unit to smooth the offender’s transition between prison and 

probation. This new reentry unit created a reentry model that included prerelease services, 

assessment and transition planning, and specialized officers to locate offenders who were not 

reporting in an effort to reengage them for supervision or apprehension. The success of this grant 

allowed our agency to request that our County Board of Supervisors permanently retain the grantfunded positions, which was accomplished.

● Grantees used ARRA Byrne Competitive funds to improve efforts to combat mortgage fraud by 

training on proper mortgage fraud investigations, allocating more resources to investigate mortgage 

fraud, and seeking out relationships with mortgage lenders and other community-level organizations

(initiative 3). The following case study resulting from the San Francisco District Attorney’s Office is 

just one example:

The unit charged a case that will involve a multiagency effort to prosecute a suspect that embezzled 

close to $1 million in a real estate investment scheme and then laundered the money to [South]

Korea. We have also completed an investigation that involves a mortgage fraud and money 

laundering scheme against an elderly victim and are in the process of finalizing an arrest warrant. 

We also began using a forensic accountant to track money in another mortgage fraud scam in which 

the defendant scammed 26 Spanish-speaking victims out of their house. We will use the 

accountant’s analysis to “seize and freeze” the scammer’s assets so we can obtain some restitution 

for the victims. 

● Grantees hired and retained intelligence/crime analysts to improve local department responses to 

crime and violence (initiative 4). The following case study is an example of how the City of Lowell, 

MA police department’s grant funded intelligence analyst helped the respond to an increase in 

violent incidents:

In September through October, Lowell saw an increase in gun violence in one neighborhood. As a 

result, the Intelligence Analyst completed an analysis on these incidents in October, including the 

gangs involved. She identified that many members of one gang were involved in these incidents. All 
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gang members were identified, and photos were updated for the Community Response Unit (which 

also serves as the Gang Unit). In addition, a link chart of all parties involved was created with links 

to drug distribution networks and drug seizures. The Intelligence Analyst also worked closely with 

a neighboring [Lynn] Police Department to collaborate on gang-related incidents. Finally, the 

Intelligence Analyst identified areas in the city of high crime/violence (detailed down to the street 

address), so that the city can effectively deploy cameras to priority locations in five areas.

● Grantees enhanced forensic and crime scene investigation capabilities (initiative 5). One grantee, the 

City of Minneapolis was able to use grant funds to provide computer forensic training. This police 

department spent $5,000 in grant funds on a package training, which normally would cost $15,000, 

saving the department $10,000. Without the grant funds, this training would not have been carried 

out.

● Improving resources and services for victims of crime was also accomplished by grantees with ARRA 

Byrne Competitive funds (initiative 6). One grantee, South Bay Community Services was able to 

build partnership and provides leadership through a coalition to expand the number of services they 

can offer to victims referred to them:

Our partnerships with other service providers have been strengthened by our leadership in the 

Coalition, which consists of several agencies who provide services to families within the South Bay 

[CA]. The goal of the Coalition is to build a network of providers who work together to provide 

seamless services to families and increase prevention, education, intervention, and treatment 

efforts to end domestic violence. 

● Grantees were also able to use ARRA Byrne Competitive funds to support or enhance problemsolving courts (initiative 7). The Ohio Department of Alcohol and Drug Addiction Services noted 

that approximately two-thirds of the project’s funds have been awarded to the drug court programs. 

Not only have the programs been maintained, but substance abuse treatment resources have been 

expanded to improve access to services and increase more intensive levels of care for the drug court 

participants. In addition, staff positions have been both created and retained.

PERFORMANCE MEASURES

Grantees were required to report performance measurement data in the PMT on a quarterly basis. Not all 

grantees reported on the same performance measures, rather, the performance measures were 

determined by initiatives. The following examines certain outcome measures reported under all 7 

initiatives.

ARRA Measures

BJA’s ARRA programs, including all ARRA Byrne Competitive grantees, were required to report 

performance data for the following two measures:

● Type of essential services maintained without disruption; and

● Type of collaborative partnerships established to avoid reduction in essential services and 

duplication. 

Grantees are given the following categories of essential services to choose from: training and technical 

assistance for grantees funded within the first seven categories (i.e. excluding national TTA), law 

enforcement functions/investigations, victim services, IT services/projects, construction projects, 

community/social services, and other services.
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Figure 1. Types of Essential Services Maintained

Figure 1 shows the distribution of all essential services maintained over the life of the program. Essential 

services are defined as services necessary to achieving the grantee’s mission. They are mission critical.

● Of the essential services maintained by ARRA Byrne Competitive program grantees, law 

enforcement functions/investigations (30 percent), community/social services (18 percent), and 

victim services (17 percent) were most common.

● On average, each grantee reportedly maintained 2 different types of essential services each quarter. 

Put another way, without ARRA Byrne Competitive grant funds, each grantee would not have been 

able to provide sufficient levels of two different types of services.

● Overall, 104 grantees maintained 172 essential services each quarter with the ARRA Byrne 

Competitive grant program.

● Some of the services in the other category include treatment and recovery support services, crime

analysis and research, and forensic services.

Figure 2. Types of Collaborative Partnerships Established

Training & Technical 

Assistance 

17%

IT Services/Projects 

12%

Law Enforcement 

Functions/Investigations

30%

Construction Projects 

0%

Victim Services 

9%

Community/Social 

Services 

18%

Other 

14%

Law Enforcement 

26%

Community 

Corrections/Probation 

and Parole 

13%

IT Information Sharing 

9%

Victim 

Services 

9%

Community/Social 

Service 

18%

Legal 

13%

Other 

12%
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Figure 2 shows the distribution of all collaborative partnerships established with ARRA Byrne 

Competitive grant funds. Collaborative partnerships are defined as multiagency, multijurisdictional 

collaborations to prevent and reduce crime through information and intelligence sharing. Grantees were 

given the following partnership categories to choose from: law enforcement, IT information sharing, 

community/social service, community corrections/probation and parole, victim services, legal, and other.

● Of the collaborative partnerships established, law enforcement (26 percent) and community/social 

services (18 percent) were most common among grantees.

● On average, each grantee established partnerships in 2 categories each quarter.

● Some of the collaborative partnerships classified as other include research partners, treatment 

providers, financial institutions for mortgage fraud investigations, federal agencies, courts 

(including problem-solving courts), schools/school districts, and other nonprofit community-based 

violence prevention organizations.

Enhancing and Establishing Database Connections

Justice-related agencies increasingly rely on electronic data and information sharing to gather and share 

intelligence. Information technology increasingly plays a key role in justice systems. National, regional, 

state, and local database connections enable justice-related agencies access to a wealth of information and 

resources. ARRA Byrne Competitive grantees funded for initiative 1 could use grant funds to establish 

connections to databases that otherwise were not available. Funds could be used for IT services to 

establish these connections, which often rely on partnerships with federal and state partners. Grantees 

funded under initiative 1 were asked to report on a series of performance measures relating to database 

accessibility, inquiries, and submissions. Twenty grantees were funded for initiative 1 and reported these 

data.

Databases are defined as any commonly accessible multijurisdictional or interagency databases used for 

exchanging justice-related tips, leads, intelligence, and information. Examples of commonly accessible 

databases include the National Ballistics Identification Network (NBIN) and the Automated Fingerprint 

Identification System (AFIS).8

Table 4. Number of Commonly Accessible Databases Available to Grantees

Key Measure Total

Number of Commonly Accessible Databases in 3 Months Before Start of Grant 75

Number of New Commonly Accessible Databases Available for Inquiry 59

Percent Change in Number of Commonly Accessible Databases Available to Grantees 21%

Table 4 shows the number of commonly accessible databases available to grantees in the 3 months before

the start of the grant (baseline) and the number of new commonly accessible database.

● The number of commonly accessible databases available to grantees for inquiries increased 21

percent.

 8 More information about justice and investigative databases maintained by the Federal Bureau of Investigation can be found 

online here: www.fbi.gov/about-us/cjis. 
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Figure 3. Average Number of Database Inquiries

Figure 3 shows the average number of database inquiries that grantees made by quarter.9

● The average number of database inquiries conducted each quarter by grantees increased 85 percent

from 19,984 to 37,006. 

● In total, over 378,000 database inquiries were processed by grantees each quarter.

● As a result of the ARRA Byrne Competitive grant program, 49 law enforcement agencies were 

added to databases as either contributors of intelligence/information or as users of the 

intelligence/information.

 9 The first two quarters and the last quarter of data were excluded due to a small number of grantees reporting on these 

measures (N was less than 10).

19984

37006

0

5000

10000

15000

20000

25000

30000

35000

40000

Avg. Database Inquiries
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Figure 4. Database Records and Database Record Growth Rate

The usefulness of electronic intelligence is solely dependent on complete and accurate data entered into 

databases by law enforcement and other justice-related entities. Grantees funded for initiative 1 were 

also asked to report data on the number of database records in their systems. Growth in the number of 

database records in the system indicates a positive outcome by increasing the usefulness of commonly 

accessible databases used for justice-related information sharing and investigations.

Figure 4 shows the number of records in commonly accessible databases available to grantees and the 

cumulative growth rate of those records by quarter.

● From January 2010 to December 2012, the overall total number of database records grew 33

percent.

Investigative Tips/Leads

In addition to the database measures, grantees funded under initiative 1 were asked to report 

performance measures related to external agency communication in the form of investigative tips/leads 

referred to and received by other agencies. Grantees were asked to report a baseline number of tips/leads 

referred to other agencies and number of tips/lead received from other agencies. Less than half of the 

grantees funded under initiative 1 were able to provide these data.

5

10

15

20

25

30

35

0

2000000

4000000

6000000

8000000

10000000

12000000

14000000

16000000

Growth Rate (%)

Database Records

Total Databse Records

Cumulative Growth Rate
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Figure 5. Average Number of Tips/Leads Referred or Received

Figure 5 shows the average number of tips/leads referred or received by grantees. 

● On average, grantees consistently reported about 4.5 tips/leads referred to other agencies each 

quarter. 

● The average number of tips/leads received by grantees from other agencies decreased significantly 

from 33 from July 2009 to September 2010 to 6 from October 2010 to September 2012. The decrease 

is attributable to one grantee that reportedly received over 450 tips/leads during the first 4 quarters 

while working with a local gang task force. The number of tip/leads significantly decreased in 

subsequent quarters. For all grantees, the tips/leads received decreased each quarter.

Probation/Parole Key Measures

Average caseload of community correctional (i.e., probation/parole) officers was reported for grantees 

funded under initiative 2. Grantees were also asked to report on the number of individuals in communitybased facilities receiving services as a result of ARRA Byrne Competitive grant funds. 

Table 5. Average Caseload for Community Correctional Officers

Average Caseload Measure

Number of Grantees and/or

Percentage

Change in Average Caseload (%) –14%)

Grantees with Increased Average Caseload 2 (11%)

Grantees with Decreased Average Caseload 12 (63%)

Grantees with No Change in Average Caseload 2 (11%)

Table 5 shows the percentage change in average caseload of community correctional officers among 

grantees. It also shows the number of grantees that increased or decreased their average caseloads as 

5 4 3 5 5

9

5 3 3 4 4 4

40

29 31 31

5

11

5 4

1

6 7 6

0

5

10

15

20

25

30

35

40

45

Tips/Leads

Average Tip/Leads Referred

Average Tip/Leads Received
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well as those who experienced no change. Nineteen (19) grantees received funding to provide for 

probation/parole officers (initiative 2), and 16 of those grantees provided sufficient data for analysis.10

● Overall, grantees reduced the average caseload among probation/parole officers by 14 percent. 

Table 6. Number of Individuals Receiving Services in Community-Based Facilities

Quarter

Individuals Receiving Services 

in Community-Based Facilities

Average Number of 

Individuals Per Grantee

July–December 2009 (N=3) 627 209

January–March 2010 (N=12) 5,026 419

April–June 2010 (N=14) 5,448 389

July–September 2010 (N=14) 5,765 412

October–December 2010 (N=15) 6,039 403

January–March 2011 (N=15) 6,406 427

April–June 2011 (N=15) 6,461 431

July–September 2011 (N=15) 5,699 380

October–December 2011 (N=10) 4,127 413

January–March 2012 (N=7) 928 133

April–June 2012 (N=3) 671 224

July–September 2012 (N=2) 545 273

October–December 2012 (N=2) 543 272

ARRA Byrne Competitive grant funds were used to provide services to offenders in community corrections 

(i.e., probation/parole). Offenders in community-corrections are offered services that help to reduce their 

chances of reoffending, such as vocational training, drug and alcohol treatment, and cognitive-behavioral–

based treatment, among others. Table 6 shows the total number of individuals receiving services in 

community-based facilities by quarter.11 Some offenders are counted in multiple quarters.

● In the first 2 full years of the program when the majority of grantees were active (January 2010 –

December 2011), grantees on average had over 5,600 offenders receiving services in their facilities. 

This equates to about 400 offenders receiving services per grantee.

Number of Individuals Provided with or Who Benefitted from Programming and Services

The number of individuals provided with ARRA Byrne Competitive–funded programming and services 

was reported for grantees funded for initiatives 1, 3, 6, and 7. Grantees provided a wide range of 

programming and services to individuals that include (but not limited to) victim services and substance 

abuse and treatment services. Other examples include assisting individuals who were targets of mortgage 

fraud with financial information and restitution, providing ex-offenders with employment services, and 

offering counseling to at risk-youth and their families. During the first 2 full years of the program, when 

the majority of grantees were active (January 2010–December 2011), over 11,000 individuals received

 10 Three grantees were removed from this analysis because they provided no baseline data. 11 Four grantees did not report data and were removed from this analysis.
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services each quarter. In total, over 100,00012 persons received some type of service from 40 grantees.

Additionally, 39,973 individuals who were required to meet certain conditions of a treatment regimen, 

such as drug/alcohol treatment, successfully completed all of those requirements.13

Cost Savings

Grantees providing direct services to individuals and able to realize actual cost savings were asked to 

report quarterly expenditures on personnel, administrative costs, equipment, and contractual obligations. 

The quarterly expenditures on these items reported for the 3 months before the grant were used as the 

baseline.14 A total of 17 grantees reported these data; these grantees were funded for initiatives 1, 3, 6, 

and 7.

Table 9. Cost Savings by Quarter (Dollars)

Quarter

Nongrant Dollars Expended

and Obligated Before ARRA

Byrne Competitive Funds 

(Average Baseline Costs)

Nongrant Dollars 

Expended and 

Obligated

During ARRA Byrne 

Competitive Program Cost Savings

Cost 

Savings 

(%)

July–December 2009 (N=4) $ 426,635 $ 323,677 $ 102,958 24%

January–March 2010 (N=11) 1,708,929 1,366,648 342,281 20

April–June 2010 (=15) 1,789,566 1,411,376 378,189 21

July–September 2010 (N=15) 2,012,061 1,127,140 884,921 44

October–December 2010 (N=15) 1,868,429 1,375,694 492,734 26

January–March 2011 (N=14) 1,686,004 1,223,640 462,364 27

April–June 2011 (N=16) 1,769,153 1,497,672 271,480 15

July–September 2011 (N=15) 1,184,793 783,970 400,824 34

October–December 2011 (N=12) 1,087,609 707,784 379,825 35

January–March 2012 (N=12) 1,098,356 1,013,773 84,583 8

April–June 2012 (N=10) 988,040 1,562,766 –574,727 –5815

July–September 2012 (N=9) 1,003,457 1,357,174 –353,717 –35

Overall16 $16,623,031 $13,751,315 $2,871,715 17%

Seventeen grantees out of 40 (43 percent) reported quarterly financial expenditures between July 2009

and September 2012. Table 9 shows the cost savings realized each quarter.

● Overall, grantees experienced $2.8 million in cost savings (17 percent) between July 2009 and 

September 2012. 

● Grantees that reported data on cost savings were awarded over $20.6 million in ARRA Byrne 

Competitive grants.

 12 This count may include a duplicate count of individuals, because it does not account for individuals receiving services in 

multiple quarters.

13 Not all 40 grantees provided services that require an adherence to a treatment regimen. 14 Grantees that did not include baseline expenditures (i.e., reported $0.00) were excluded from this analysis. 15 A negative percentage represents cost savings that were not realized (i.e., expenses for the quarter were more than the baseline 

expenses).

16 Data on cost savings for October–December 2012 were removed from the analysis, because only one grantee reported data.
ARRA Byrne Competitive Program Closeout Report

July 2009–December 2012

CSR, Incorporated 14

● Of the 17 grantees that reported these data, 9 (53 percent) reportedly realized cost savings.

Increased Efficiency

Grantees funded for initiatives 2, 4, and 5 were asked to report on the number of units within their 

agencies that experienced increased efficiency due to ARRA Byrne Competitive funding. Efficiency is 

defined as time savings or cost savings. A unit is self-defined by grantees as a program, department, 

division, or agency.

Table 10. Increased Efficiency Reported among Grantees

Increased Efficiency Measures

Average Number of Units in Grantees 768

Average Number of Units with Increased Efficiency 271

Percentage of Units with Increased Efficiency 35%

Number of Grantees that Reported Gains in Efficiency 60

Total Number of Grantees17 61

Percentage of Grantees with Increased Efficiency 98%

Table 10 shows the average number of units identified by grantees, and the number of units that 

experienced increases in efficiency. It also shows the number and percentage of grantees that experienced 

increased efficiency.

● On average, 271 out of 768 units (35 percent) experienced gains in efficiency as a result of ARRA 

Byrne Competitive grant funds.

● Sixty of the 61 grantees (98 percent) had at least 1 unit that reported efficiency increases.

SUMMARY OBSERVATIONS

The following observations are based on analysis of the July 2009–December 2012 performance data for 

the ARRA Byrne Competitive grant program excluding national TTA. This report analyzed key 

performance outcomes for grantees funded under the first 7 initiatives (see pages 1-2). 

● Ninety-three percent of grantees fulfilled their PMT reporting obligations as of December 31, 2012.

● A key outcome measure for grantees funded under initiative 1 is the increased use of automated 

investigative records available in commonly accessible databases. For example, the total number of 

database records in commonly accessible justice-related databases used among grantees increased 

33 percent from July 2009 to December 2012. In addition, the number of inquiries to commonly 

accessible justice-related databases increased 85 percent.

● One key outcome from grantees that were funded for initiative 2 was that the average caseload for 

community correctional officers was reduced by 14 percent among grantees funded for hiring 

probation/parole officers.

● Grantees that were funded for initiatives 1, 3, 6, and 7 provided direct services to over 100,000 

individuals. In addition, these same grantees reportedly were able to realize over $2.8 million in 

cost savings as a result of the ARRA Byrne Competitive grant funds.

 17 Three grantees did not report these data and were not included in the analysis.
ARRA Byrne Competitive Program Closeout Report

July 2009–December 2012

CSR, Incorporated 15

● Finally, grantees funded for initiatives 2, 4, and 5 were able to report increases in efficiency 

resulting of the additional staff and training made available through the grant funding. Out of 61 

grantees, all but one had at least one unit that reportedly experienced efficiency gains.